There are few contemporary business blunders as notorious as Blockbuster’s parochial decision to pass on the opportunity to purchase Netflix in 2000. As a result of the failed merger, the two became competitors — and Netflix’s victory was a foregone conclusion. Blockbuster was unable to pivot away from brick and mortar, while Netflix exemplified the disruptive spirit of Web 2.0.

In the two decades since, Netflix has evolved from a distribution innovator to a digital streaming innovator. Now as a studio in and of itself, the ethos of disruption remains. But while this temperament has been good for the company’s bottom line, it hasn’t benefited film and television.

For consumers, Netflix’s initial innovations were an easy sell. It was a convenient film-rental delivery service with no late fees for $5 a month, oftentimes offering more options than brick-and-mortar stores. Then it became a digital streaming service that leveraged major syndicated television titles and films to be discovered and rewatched at one’s leisure. People could consume more content, and content producers could reach more viewers. The freedom to customize one’s viewing experience was immediately embraced.